How to increase the impact of your research?

We've talked before about ​breaking free from the "order-taker" trap​ and positioning research as a ​driver of business growth​.

Every researcher should be geared towards thinking about "research impact".

But how do you actually do that?

The answer, in short is to become a master of strategic questioning.

Many researchers find their work isn't truly valued or impactful.

Their insights might be accurate, but they're often lost in the shuffle, ignored by decision-makers, or simply don't translate into real-world change.

If this sounds like you or your colleagues then you're focusing on answering questions instead of shaping them.

When you're only answering pre-defined questions, you're essentially operating within someone else's box.

You are limited by their understanding of the problem and their perception of potential solutions.

This means your research is less likely to uncover actual insights, address the most pressing issues, or drive meaningful change.

This can lead to frustration, a feeling of being undervalued, and a lack of ​resources for future research​.

I recently heard from a UX researcher who was tasked with improving the onboarding flow for a SaaS product.

The initial question was:

"How can we make the onboarding process easier for new users?"

The researcher conducted some user interviews and usability tests, identifying various pain points and friction areas.

I would call it a standard research approach when answering that typical question.

However, after implementing the suggested changes, they saw only a marginal improvement in user activation rates.

The problem?

The initial question focused on ease of use, but the real issue was that new users didn't understand the value of the product.

They weren't engaged because they didn't know why they should care.

By reframing the question to...

"How can we effectively communicate the core value proposition of our product during the onboarding process?" the researcher uncovered a much deeper set of insights that led to a complete overhaul of the onboarding experience and a significant increase in user activation.

From answer provider to strategic guide:

It's about taking a step back, challenging assumptions, and framing the right questions.

Here's how to shift your approach:

Question the premise

‍Before diving into data collection, challenge the initial questions.

1. Are they the right questions?
2. What assumptions are they based on?
3. What are we really trying to achieve?

For instance, instead of just asking: "What are our customers' pain points with the checkout process?"

Instead ask: "What are the biggest friction points preventing customers from completing a purchase, and are we focusing on the right stage of the customer journey?"

Frame the "so what?"

‍Every research project should have a clear link to a business decision. Proactively frame the "so what?" question.

1. What actions should be taken based on the findings?
2. How will this impact key metrics?

Instead of simply presenting findings on user behavior, present it as "Based on these user behaviors, we can increase conversion rates by X% by implementing these changes to the website."

Elevate the conversation:

Don't just present data; present insights with recommendations. This requires moving beyond descriptive analysis to prescriptive guidance.

For example, instead of "Customers are abandoning carts due to high shipping costs," suggest "Reducing shipping costs by X% for orders over $Y could decrease cart abandonment by Z% based on competitor analysis and price sensitivity data."

Anticipate objections:

Think like a chess player.

1. What are the potential roadblocks to implementing your recommendations
2. What are the counter-arguments?

Addressing these proactively demonstrates foresight and strengthens your credibility.

Quantify the Impact (whenever possible):

Tie your recommendations to tangible business outcomes like revenue, cost savings, or market share. This demonstrates the ROI of your research and makes it easier to justify future investments.

By thinking strategically, you go from a mere data gatherer into a trusted advisor, a strategic partner, and a driver of decisions.

You elevate the value of research and ensure your insights are not just heard, but acted upon.

After you read this, I am sure you have a research brief or a stakeholder research request that requires immediate action.

But instead of quickly actioning something.

I would like you to step back, and answer these 5 questions:

• "What problem are we really trying to solve?"
• "What assumptions are we making, and how can we validate them?"
• "What are the potential unintended consequences of this decision?"
• "How will we measure the success of this initiative?"
• "What are the alternative solutions we haven't considered?"

Go forth and be the strategic advisor that your organisation needs.

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